Performance Management Company Blog

Teamwork, Communications and Optimization of Performance

Posted on May 22, 2013 | Leave a comment

My friend Lou Carloni has been sharing ideas about people and performance for many years and a post I received from him this morning was one that got my full attention. The focus of it was on the issues of team communications, and, of course, I will add my normal spin around experiential learning and organizational performance.

Lou’s firm was hired to study communication needs in the Baltimore-Washington Region and they interviewed, surveyed, and held focus groups with over 1000 business professionals. The question asked was, “If your organization had only enough money, resources, and time to perform training in one area of communications which area would it be: Reading, Writing, Speaking, or Listening?”

Reading and Writing combined received 5% of the vote;
Speaking received 40%;
Listening received 55%.

I agree with Lou on suggested solutions. One of them was to Get There In Person.

It is not just words, it is how those all come together to drive involvement and engagement, how the issues are framed and how possible solutions are discussed. It is really hard for most leaders to truly understand all the current issues faced by performers working to meet and exceed expectations of management and customers. It is just too easy to keep doing things the same way they were done before, what I always refer to with this illustration:

The real impacts come from managers who get in front of people, asking about issues and opportunities. Lou suggests that words alone account for only 8-10% of the message in interpersonal communication; the spoken sounds account for 30-40% of the message; and the non-verbal elements account for 50-60% of the real message you are trying to send. While you might agree or disagree with the numbers, the presence of the manager up front, listening and supporting is the key.

We accomplish this with our Square Wheels approach and offer a variety of tools and toolkits to assist in the process of facilitation. I have blogged often about this in here and you can find inexpensive Square Wheels Tools on our website. We also support a variety of different team building exercises like Collaboration Journey and Innovate & Implement that are designed to involve and engage people in problem solving. All these products can be delivered by managers with their work teams.

Lou also talked about Gaining Power With The Person. To this I would also add, The Team, since people do work collaboratively in most workplaces. This connects to developing rapport and trust. One way to accomplish this with individuals, teams and groups is through our team building simulation, The Search for The Lost Dutchman’s Gold Mine. In this design, the Expedition Leader exists as a person interested in optimizing ROI and results. The expressed goal of the game is to Mine as Much Gold as WE Can!

The reality is that the tabletops do not plan well, do not collaborate and communicate with other teams, nor do they bother to ask the Expedition Leader for advice or assistance. The game leader, just like the workplace leader, exists to support individuals and teams, but the choices people make are more often to go it alone and not ask for help. In the game, and in the workplace, this measurably sub-optimizes results.

We sell a variety of different Dutchman games, at different price points, for repeated organizational use. You can find out more information about the Lost Dutchman game by going to our website.

Performance feedback is a critical component of good performers and good results, but my work with organizations has continually shown that a wide variety of improvements can be made to impact performance results. You can find a free Feedback Analysis Tool through this blog post.

Lou also talked about Skills versus Attitudes, and I am not sure that these two things are operating against each other or part of a series of competencies that are all important. I am working up an article on Flow for the blog and for the articles section of my home page. Skill is important and there is a continuum of them and skills interact with the perceived challenges people face. Flow is when these mesh together…

I will not reflect herein as to how I see differences between Lou’s thinking and mine on this other than to say that I prefer the way Bob Mager deals with the question. Lou’s website is: http://www.smbcinc.com

Hope you found this of interest and use,

For the FUN of It!

Dr. Scott Simmerman is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.  Connect with Scott on Google+ - you can reach Scott at scott@squarewheels.com

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Posted in motivation in the workplace, Facilitation, empowerment, Change Facilitation, employee motivation, intrinsic motivation, employee engagement, Engagement, manager as motivator, Performance Feedback, experiential learning

Tagged collaboration, team building, high performance, employee engagement, engagement and motivation, articles on motivation

Psychopaths tend not to “procrastinate or take things personally”

Posted on May 21, 2013 | Leave a comment

The title comment was a one-liner in a SmartPlanet post by Charlie Osborne entitled:

The key to business success: Becoming a psychopath?

It is an interesting thought. You can read her whole article here.

The basic idea covers some research by Oxford University psychologist Kevin Dutton and his work on success and behavior. He argues that adopting some psychopathic tendencies could be beneficial to your success in life. But remember, this leadership stuff is all about balance!

Ruthlessness, fearlessness, self-confidence, focus,mental strength, charm and charisma are all traits of a psychopath according to Dutton and the reality is that these factors are also all competencies for a successful business career.

The tipping point where you become a problem is when, “all these traits are turned up too high, and that’s when you start getting individuals who are dysfunctional.” It then can become an issue of control:

Adopting certain psychopathic characteristics can help many managers improve their performance. Psychopathics, for example, tend not to, “procrastinate or take things personally,” and don’t wallow in regret or sorrow if something doesn’t go according to plan. A lack of empathy can also be useful in certain jobs such as surgery and Human Resources!. (Just kidding about that last comment, I think!)

Dutton believes that many people with these characteristics in balance are suitable for high-profile careers, including CEOs, medical professionals and lawyers — they are necessary for demonstrating confidence and making hard decisions are key to the role. But not everyone goes along with that concept and these people tend not to be good team players as a general rule.

The full article that Charlie references can be found here: http://www.bbc.co.uk/news/business-22488328

And the picture the BBC uses is this one:

with the comment: “If this is your manager’s normal behaviour, you may want to consider your career options”

My view is more like Dutton’s in that balanced sociopathic /psychopathic is not that unusual in society, and that some of the more manipulative and power-hungry people DO demonstrate some of these same behaviors though slightly less “enthusiastically.” People normally expressing these kinds of behaviors just have a different way of looking at things and reacting to events and others. They can be “highly functional” in psychological terms — but just not “normal.”

“Successful” politicians will display these sociopathic traits, as these “elected representatives of the people tend to be remorseless at implementing policies in the face of reasonable judgement and doing things like preventing universal healthcare or cutting food stamps or Medicaid benefits to the poorest Americans. Cutting social security, given that more than half of the elderly get most of their income from that program? Not allowing an increase or even eliminating the minimum wage? You be the judge if the discussions of Benghazi (and Clinton) are more important than focusing on improving jobs and the economy.

If you have ever read a text in abnormal behavior, understand that most of us see ourselves as mostly everything crazy. Guess that is only normal. It is only when these kinds of behaviors move to the extreme that there tend to be problems.

Are you hearing voices yet? (grin)

My suggestion is that teambuilding and group processes are very useful in building more normative behaviors and commitments to overall workgroup performance. We offer some of the best team building exercises in the world focused on shared visions, shared goals and collaboration among individuals and workgroups. Check out The Search for The Lost Dutchman’s Gold Mine, for example, at our website.

I guarantee you will find it to be a powerful and effective tool for your organizational improvement efforts,

For the FUN of It!

Scott Simmerman, Ph.D. — a psychologist by degree — is a designer of team building games and organization improvement tools. Managing Partner of Performance Management Company since 1984, he is an experienced presenter and consultant.  Connect with Scott on Google+ - you can reach Scott at scott@squarewheels.com

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Posted in Brain and Behavior, manager as motivator

Tagged manipulative behavior, psychopathy in the workplace, teambuilding, workplace sociopathy

What are The Square Wheels Toolkits and why do they work so well?

Posted on May 20, 2013 | 1 Comment

Since 1993, we have been working with interactive “cartoons” and sharing the related tools as worksheets in seminars and powerpoint-based toolkits downloadable from our websites. My conference presentations most often include a free set of these materials that the participants can use back on the job. My focus has been on the themes of continuous continuous improvement and the active involvement and engagement of people in workplace performance.

How things roll in most organizations and most workplaces

What makes our toolkits unique:

If you purchase one of our toolkits, you get a complete training package, with ideas and instructions for facilitating discussions and generate the necessary involvement to help implement change. I firmly believe that,

Nobody Ever Washes a Rental Car

and that if people are not involved, they cannot be expected to have any commitment for success. Often and commonly, people will resist things done to them when it comes to change and improvement. So, our unique illustrations get people involved and engaged in discussing issues and opportunities.

With a one-time cost, you get slides around the package theme along with handouts that help capture attention and ideas. Most things are designed for small group facilitation, to generate teamwork and shared ideas. Everything is based on the tools and approach that I have personally used to address some issue. And each toolkit has plenty of ideas and instructional support — plus you can connect directly with me, for free!

I sell facilitation; you generate engagement.

And all this for a one-time cost = Cheap! You get the tools and the materials gain exposure to future managers and prospects. After 20 years, the nature of the referrals we get are surprising and rewarding; it’s nice to create materials that can be remembered for improving effectiveness.

Why should you take a chance on using the illustrations?

Because they work. You can easily develop an interactive training program focused on team-based problem identification and problem solving. They generate involvement and teamwork. They get people thinking about issues and opportunities.

Because they are easy to use. There is really not much downside to showing the illustration and asking for ideas. They do not generate any defensiveness (they actually spark some humor) and do get everyone contributing when done as small-group discussions. They are easily used by new supervisors and grizzled senior managers. They work tops-down and bottoms-up as good communications tools.

Because they are complete. Most people get the tools, use the tools and then sometimes contact me, not with questions about using them but to talk about how well they worked. These are complete toolkits, with all sorts of facilitation ideas and potential uses explained.

Because they are bombproof. Their nature is engaging and they are shown as a general framework of how things really work in most organizations. They start as silent contemplation followed by group discussions followed by room insights and ideas. They frame issues as Square Wheels and possibilities as Round ones. There is never any defensiveness, since they are telling you their ideas.

Because they are flexible. There is no underlying specific or rigid model; it is just a cartoon or a series of cartoons. You use these to ASK people for their thoughts and ideas. They anchor to your organization’s key issues and opportunities.

And because of their general nature, people will project their ideas onto the illustrations. They will see what they see and think about the organizational realities. They give you their ideas and you can generate their commitment and involvement. They can help you link lots of issues to commitments to improvements.

Square Wheels are Really Good Stuff.
Easy to use. Highly effective.

I’ve used them with thousands of people in hundreds of venues on dozens of different organizational issues, in 38 countries so far. But that is simply for testing. You can do this yourself.

Lastly, we completely guarantee your satisfaction.

You are buying simple to use materials from me, personally, and I take pride in their effectiveness. Call me if you would like to chat – 864-292-8700 or chat with me on Skype – SquareWheelsGuy

And if you need a new and different approach or toolkit, let’s develop one,

For the FUN of It!

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Posted in Brainstorming techniques, Change Facilitation, dis-un-engagement, employee motivation, Engagement, Facilitation, Involving and Engaging People, manager as motivator

Tagged employee involvement, Facilitation, ideas for involving and engaging people, innovation, workplace engagement

Kill The Paperwork – Improve Effectiveness

Posted on May 18, 2013 | Leave a comment

Who out there among us does not have too much “paperwork” or “paperwork responsibilities?” How can you improve morale and motivation? How can you improve efficiencies and engagement? How do you keep things in balance?

There are some pretty good ideas out there about how to make lemonade out of lemons, how we can improve effectiveness and impact and improve organizational effectiveness. It is not about inventing new solutions but about understanding the issues and the opportunities.

Here are a couple of ideas from my experiences on organizational improvement that you might adapt to your own purposes.

1 – Accountability

Working in a big organization with a great president, he and I were focused on organizational results and people and performance. We had 126 retail stores with all sorts of problems and an awful culture under the former president. It was clear that “staff” had the power and we were not focused on many of the right things — one indicator was that our store manager turnover was more than 250%! We had inventory problems, service quality issues, bad morale, high “inventory loss” problems, etc.

In talking with store managers, it was clear that they were overburdened with things. WAY too many forms and “immediate priorities” to handle rather than focusing on actual store operations, so we looked for ways to impact that. As Senior VP Operations, I pretty much immediately tried to clone the 13 young District Managers into my kind of people, changing their perceived role as forensic accountants into performance facilitators and coaches.

Lou asked his admin, Becky, to start a clandestine investigation herself — she was charged with collecting every single bit of information sent from the departments to the stores, filing it by Department and by Day. Two 3-ring binders that quickly filled up. We basically got a grip on the amount of paperwork sent each day to the stores and the demands that were being made of store managers for reports, etc.

The “All Department Head Meeting” that Lou directed was most interesting. This was the first time that anyone saw how much paper we shipped to stores — it was inches a week. Some was simply “policy information to read” from personnel or marketing. Other stuff was weekly order sheets for inventory. Some was requesting information of one kind or another, and always under a couple-of-days deadlines. Some were sent to all stores asking that only some stores respond. Anyone could type something up and send it to ALL stores.

The product group might send out an inch of paper a day — since some of the people were sharing news of the industry and what’s hot kind of stuff. It was eye-opening how many of these missives were three or four pages long. Nobody at corporate had a clue as to how much stuff was being sent out…

New Policy: One Page Memos, tightly written: Specific reasons for sending. Stores not needing information were not to get lazily copied. And, random reviews of all memos by Lou and me and Barbara (VP Stores). If the memo needed more than one page, it required special approval to send from Lou (there were few of those, as a result!).

The impact was amazing. Stores were being unburdened by “things to do and stuff to read” and managers could now find time to actually look at what was happening, manage store inventories, train new hires on best practices, and actually focus on customers! Manager morale went up immediately!

Note: This example occurred BEFORE today’s email system was established and, in today’s world, the onslaught of being overly burdened with too much email happens all of the time. Therefore, whether it was paperwork needing attended then or email needing to be read and responded to today, it can all be better managed and the volume turned down.

Suggestion: Have some simple and direct conversations with your operations people about what kinds of things distract them from accomplishing their jobs, their MAIN jobs. Minimize distractions and allow focus on primary issues and opportunities..

2 – Responsibility

Team building with the top management group of a manufacturing operation in Texas, we asked these Department Heads what kinds of things prevented them from doing their jobs most effectively. A bunch of things were discussed, with some Best Practice solutions offered by their associates. Many of them were unintentional inter-departmental kinds of issues, with non-congruent measurement systems interfering with collaboration, for example.

The most interesting were the external influences. A while back, their organization had been acquired in a merger and there were now “executives back in Cleveland” who were asking for things. A Department Head might get a memo asking them to complete this or that data analysis within three days, for example, something that required a scramble to get done and distract that manager from the job at hand.

With the Plant Manager sitting there listening, the complaints about this kind of thing were numerous. So, he made a pretty surprising Policy Decision. From that point on, any request from Corporate that was not an obvious priority or that was not aligned with the plant’s goal of Producing Product was secondary to plant operations and could be ignored or rejected.

If that corporate person justified the importance of the request and gave a reasonable deadline that did not interfere, fine well and good. But any “stupid request” should be forwarded to the Plant Manager and probably tabled. After all, the goal was production and not production of paperwork! The Plant Manager said that he would handle the politics and that Corporate would need to develop relationships with the Department Heads to build some teamwork.

A year later, I checked back and this actually worked extremely well. If some analyst really needed data and it had an impact on the company, they could get what they needed. If they were just “making some report,” they needed to do more than send some demand letter. The Plant Manager, after all, was responsible for generating operating profitability and not “reports for some clerk,” as he put it!

Suggestion: Look closely at what Staff requests or requires from Operations and be sure that there is an alignment to the Mission and Goals for all of that. Staff needs to support Operations and not vice versa.

Square Wheels Toolkits are a simple and effective way to generate discussions on what things are not working smoothly and what ideas exist that could make improvements in the journey forward. Check out our performance improvement support products on the website and sign up to receive the blog posts at the right.

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Posted in Articles on Teamwork, Best Practices, dis-un-engagement, employee motivation, productivity improvement

Tagged improving performance, paperwork reduction ideas, reducing complexity

Square Wheels – Going Viral on People and Performance

Posted on May 17, 2013 | Leave a comment

Jonah Berger’s recent book, Contagious: Why Things Catch On, is about why things go viral in today’s social media world. He is a professor of marketing at the Wharton School of Business and in 2009, his team conducted a study of the most-emailed articles in the New York Times over a 6-month period. Berger compiled those findings, along with other information research on building brand popularity, to generate 6 key principles for going viral.

So, the challenge is to figure how to roll out the Square Wheels. (Do I need to put Obama pulling with The Clintons pushing or what? Do I need to do some little graphic images that everyone can share around? Do we do a Square Wheels video game like Angry Birds, where workers can shoot down Square Wheels and bad bosses? Do I need a One-Minute-Manager book on motivation? How can we move this forward?)

Berger’s 6 principles are:

social currency (peer popularity of the idea);
triggers (daily reminders of the idea or product);
emotional resonance (how much the idea or product inspires a deep emotional reaction);
observability (high visibility of a product essentially sells itself);
usefulness (we want to share useful information); and
storytelling (a narrative surrounding the idea or product provides stickiness.)

Sounds like we have a pretty solid anchor point with something like this:

And the theme certainly sets the stage for usefulness and observability. After all,

The Square Wheels really ARE Everywhere! and
The Round Wheels are already IN the wagon!

We also have a good storyline around the perception that the above is like most workplaces, as shown by the lack of engagement by a majority of workers, along with their feelings that no one is listening to their ideas. Involvement is a key motivator, for sure!

or maybe a Haiku of some kind:

This IS a storyline around people and motivation, around involvement and engagement, and around continuous improvement of the workplace. It is about involvement and engagement and about intrinsic motivation and performance feedback. But it raises a question of reality:

The cartoons are sold in simple-to-use toolkits at our website, complete with ideas for facilitation, handouts, powerpoints and all that stuff. You can also buy coffee cups and refrigerator magnets with the the message about possibilities for improvement.

After all, managers should see lots of performance coaching opportunities as they work to develop their people. They should be looking at potential as well as dealing with issues and opportunities for improvement, something that looks like this:

We all can support, coach, mentor and try to support the caterpillars as they struggle to become the butterflies of the future.

Like this. Share this. Help me make these Square Wheels more visible so that we can try to put more Round Wheels into play around the world,

For the FUN of It!

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Posted in Change Facilitation, employee motivation, Engagement, Involving and Engaging People, manager as motivator, motivation in the workplace

Tagged articles on motivation, employee engagement, facilitating workplace improvement, intrinsic motivation, workplace motivation

Simplicity – Thoughts of Da Vinci, Einstein, Rockwell and Simmerman

Posted on May 12, 2013 | 2 Comments

In a blog post “Simple Isn’t Simple” by Dan Rockwell, he said:

Any fool can create complex. Complexity leads to confusion. Confusion leads to uncertainty. Uncertainty produces cowardice. Cowards never take meaningful action. Simplicity: Longfellow said, “… in all things, the supreme excellence is simplicity.” John Maxwell said, “The leaders job is reducing rather than adding to complexity.” (Chick-fil-A Leadercast 2013) Lousy leaders confuse – exceptional leaders clarify.

Dan’s posts often inspire lots of reader comments, mine included. So, it all got me thinking about organizational behavior, teamwork and intrinsic motivation. (Most things get me thinking of those things, actually!)

So, my posted response aligned pretty well:

My approach is to view pretty much everything through a simple lens: my Square Wheels One wagon.

Guy pulls with rope.
People push from back.
Wagon “rolls” on wooden Square Wheels.
Cargo of wagon: round rubber tires.

Most everywhere one looks, things thump and bump along. Most customer service transactions. Most company call directories. Most systems and processes.

Pretty much everywhere, there exists an Exceptional Performer, someone who simply does things better. They use Round Wheels in this Square Wheel World.

So, identify and clarify. Discuss. Share. Support. Implement more broadly if that make sense.

CONTINUOUS continuous improvement of best practices that already exist, which applies to personal leadership practices (modeling) and organizational performance improvement (team building, engagement, intrinsic motivation, etc.).

Issue: You will / should never be truly satisfied with anything. Get over it.

Have FUN out there!

——————————————

The research I started on quotes led me to Leonardo da Vinci, who had a couple of good ones about people and performance:

The greatest deception men suffer is from their own opinions.

It vexes me greatly that having to earn my living has forced me to interrupt the work and to attend to small matters.

Iron rusts from disuse; stagnant water loses its purity and in cold weather becomes frozen; even so does inaction sap the vigor of the mind.

But the one that was attributed to da Vinci in Dan’s blog is one that is disputed: Simplicity is the ultimate sophistication. (There is apparently no source for that…)

And all that got me looking for one Albert Einstein quote I remembered and turned up a whole lot of different ideas that he had on the organization of all things. So, I thought to repeat some of them herein.

It can scarcely be denied that the supreme goal of all theory is to make the irreducible basic elements as simple and as few as possible without having to surrender the adequate representation of a single datum of experience. (from ”On the Method of Theoretical Physics” The Herbert Spencer Lecture, delivered at Oxford (10 June 1933).

This is the quote attributed to Einstein that may have arisen as a paraphrase of the above, commonly given as “Everything should be made as simple as possible, but no simpler.” or “Make things as simple as possible, but not simpler.” The latter one is apparently not Albert’s; it is normally taken to be a warning against too much simplicity which is useful. Dubbed ‘Einstein’s razor‘, it is used when an appeal to Occam’s razor results in an over-simplified explanation that leads to a false conclusion.

I believe in intuition and inspiration. … At times I feel certain I am right while not knowing the reason. When the eclipse of 1919 confirmed my intuition, I was not in the least surprised. In fact I would have been astonished had it turned out otherwise.

Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to evolution. It is, strictly speaking, a real factor in scientific research. (from Cosmic Religion: With Other Opinions and Aphorisms (1931))

Everyone sits in the prison of his own ideas; he must burst it open, and that in his youth, and so try to test his ideas on reality.
(ibid Cosmic Religion)

If A is success in life, then A = x + y + z. Work is x, play is y and z is keeping your mouth shut. (Said to Samuel J Woolf, Berlin, Summer 1929.)

Life is like riding a bicycle. To keep your balance you must keep moving. (Said in a letter to his son Eduard , 5 February 1930.)

Yep. Have FUN out there and certainly keep things rolling!

Better yet, involve and engage a whole group to get rolling along in some other direction,

For the FUN of It!

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Posted in Facilitation, innovation, manager as motivator, motivation in the workplace, productivity improvement, Thinking

Tagged quotes on leadership, quotes on management, quotes on simple thinking

Favorite Workshop Quotes from Dr. Scott Simmerman – Part One

Posted on May 6, 2013 | Leave a comment

Over the past 30 years, I have presented a lot of workshops and seminars and have a standard set of quotes that I use all the time. I even embed many of them into the toolkits that I sell that other people can use.

So, the thought struck me to put some of them out for more general availability, since so many supervisors and managers are looking for ideas and tools to improve their communications. Sometimes, having a one-liner can fit perfectly into a workplace discussion around issues and opportunities.

My most favorite quote has been used many times in my blog posts — I used it yesterday, actually. This one is from Joseph Heller, author of the book, Catch 22. In the first couple of pages of his sequel, Closing Time, Heller writes:

“Nothing made sense, and neither did everything else.”

So, I thought to post up a few of them in the start of a series of posts. And I will leave them as unformatted, so that you can simply copy and paste. Let me also mention that my most favorite closing story, The Moose Joke, is available to download from my website — there is a pictorial flipbook on this page but you can actually download the powerpoints with speaking notes by signing up.

Here are a few:

Between the idea and the reality,
Between the motion and the act,
Falls the Shadow.
TS Eliot (Question: What are some Best Ideas for managing The Shadow?)

The First Rule of Holes: When you’re in one, stop digging.

A superior pilot uses his superior judgment to avoid situations that require the use of his superior skill. (Old Aviation Proverb)

Get your facts first, and then you can distort them as much as you please.
Mark Twain

You don’t get harmony when everybody sings the same note.
Doug Floyd

Ships in a harbor are safe, but that’s not what ships are built for.
John Shedd

If a man knows what harbor he seeks, any wind is the right wind.
Seneca

Any one can hold the helm when the sea is calm. ( Publilius Syrus)

The first responsibility of a leader is to define reality. The last is to say thank you.  - Max DePree

When what you are doing isn’t working, you tend to do more of the same and with greater intensity.
- Dr. Bill Maynard & Tom Champoux Heart, Soul and Spirit

Luis Polonia averaged .293 in 13 years of professional baseball. On his second trade from the NY Yankees, he said: “The Yankees are only interested in one thing. And I don’t know what that is.”

To get rid of the corporate mummies, you have to get rid of corporate pyramids first. (Advertisement for Origin in Wired Magazine 3.12)

Irish Poem:
May those who love us, love us
And those that don’t love us, may god turn their hearts.
And if he doesn’t turn their hearts, may he turn their ankles,
So we will know them by their limp.

Don’t pay any attention to the critics – don’t even ignore them.
Samuel Goldwyn

Nothing is ever as dangerous as having “The Answer.”
(That’s “the” as in “duh.”)

Descartes:   To do is to be.
Voltaire:   To be is to do.
Sinatra:   Do be do be do.

If caterpillars were meant to fly, god would have given them wings.

If you like these, let me know and I can post up some more of them,

For the FUN of It!

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Posted in Change

Tagged ideas for presentations, presentation quotes, quotes, quotes on leaddership, workshop quotes

Performance Management Company Blog

Teamwork, Communications and Optimization of Performance

Psychopaths tend not to “procrastinate or take things personally”

The key to business success: Becoming a psychopath?

What are The Square Wheels Toolkits and why do they work so well?

Nobody Ever Washes a Rental Car

Kill The Paperwork – Improve Effectiveness

Square Wheels – Going Viral on People and Performance

Simplicity – Thoughts of Da Vinci, Einstein, Rockwell and Simmerman

Favorite Workshop Quotes from Dr. Scott Simmerman – Part One

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